Talent spotting in the Public Sector. Andrew Hampton, Government Chief Talent Officer

Transcription

1 Talent spotting in the Public Sector Andrew Hampton, Government Chief Talent Officer

2 My focus as Government Chief Talent Officer: Identifying talent and growing system leaders for today and the future Helping agencies to respond to their changing workforce needs Leveraging HR services to support the State sector reform agenda

3 Context State Sector Act 2013: gave the State Services Commissioner responsibility for developing State sector leadership introduced concept of stewardship, at both an agency and system level New Chief Executive expectations, including a focus on people capability Chief Executive biannual away days at Brackenridge

4 The Brackenridge Declaration WE are the leadership team for the State Services Our purpose is: Collective leadership for a better New Zealand Towards this we will: Be collectively ambitious for New Zealand by focusing on the needs of our customers Mobilise our people and resources to ensure those leading complex system wide issues are successful See past any barriers and make what needs to happen, happen Champion state sector reform in our organisations Support each other as a team out together, back together, pick up the phone Collectively and individually support and implement the work of functional leaders Own and champion decisions of the State Sector Reform Leadership Group Prioritise our biannual State Services Leadership meetings Chief Executives, March 2014

5 Good Agency Leaders to Great System Leaders From Leaders who operate with authority over things they are accountable for (Agency leaders) Leaders who lead for their agency and are mostly internally focused Leaders who are focused on managing risk and delivering results safely Leaders who consult the community on their solutions Leaders who get everything expected of them done Leaders who focus on agency achievement Leaders who manage their senior team members To Leaders who also operate with influence over things they feel responsible for (Public Service leaders) Leaders who lead in the wider public service context and are mostly externally focused Leaders who take calculated risks and are not scared to experiment and learn from any failure Leaders who engage the community in their questions Leaders who concentrate their resources on top priorities Leaders who also contribute to collective achievement Leaders who build powerful teams

6 Three key attributes of a Great System Leader + + System perspective Customer centric Responsive to diversity

7 Leadership Capability Development and Deployment (LCDD) Work Programme Vision: we will have leaders across the system who can anticipate and exceed the needs of New Zealanders This will be achieved by: Building a system culture over time by strengthening leadership across the state sector Encouraging and supporting leaders to step into more challenging and complex roles Supporting the move away from a Wellington centric view of talent, encouraging diversity within and beyond the public service Identifying, developing and deploying capability to priority areas Key focus areas to date: Taking Career Boards to the next level of maturity Identifying credible successors to key positions Brokering people shifts for development and for system benefit

8 The LCDD Work Programme focus from here Position leaders as system assets Chief Executives and senior leaders are key assets to drive system reform. We will deploy these leaders to where they can make the greatest contribution for the system or to where these leaders can gain critical development experiences Drive insights through data A system wide approach to development, assessment and talent management will be supported by strong data and analytics. A single talent management system will enable key talent analytics Unlock Early in Career Leaders Early in career leaders will know what a career in a modern State Services can provide. Career paths will be described to reflect key breadth and depth experiences early. Deployment across the services will be the norm Provide stewardship of critical functions Maturity and capability in key functional areas will be supported. Developing of a talent pipeline to lift the performance of these key functions supports long term stewardship Having leaders who both reflect and can respond to an increasingly diverse and complex New Zealand

9 Workforce Strategy: Why is this important? People are key to agencies success and the success of a more responsive, customercentric State sector New capabilities (such as big data analytics) and a more deployable workforce will be needed to support State sector reform There is a strong stewardship interest in a sustainable workforce for future public services Work and people s expectations around work are changing

10 Workforce Strategy: What are we responding to? Factors impacting on the State sector workforce: Fiscal restraint Complex problems involving multiple players Diversity cultural and generational Uncertainty and change

11 From an Agency to a System focused workforce From Focus tends to be on technical/professional skills To Technical capabilities are enhanced by collaborative & strategic skills People work in siloed teams and agencies Many people routinely work across agencies Our workforce does not fully reflect the diversity of our customers A more diverse and responsive workforce enables customer-centric solutions There are limited options for people in terms of hours of work and place of work People have access to flexible ways of working that match the needs of agile workplaces Complicated employment arrangements can make it harder for people to move between different parts of the system Employment arrangements support portability and people s ease of movement across the system

12 Building people capability: A framework

13 Building people capability: What are we doing? Four-year Plans Agency and system focus HR/OD practitioner networks Workshops and master classes New ways of working with agencies

14 Why are employment relations important? People are our greatest investment People drive around 70% of operational costs

15 Public Sector is a big part of the economy NZ Employed Workforce 2014 Primary Education 9.3% Secondary Education 8.0% Tertiary Education 10.1% Defence Force 2.5% Police 3.5% Private Sector 85% State Sector 13% Public Sector 15% Public Service 13.4% Health (DHB) 19.0% Local Govt 2% Local Government 14.2% Other State Sector Orgs 9.8% State Owned Enterprises 10.2%

16 Roles, context and looking ahead System roles for Employment Relations: Agencies Unions SSC Ministers Current context: focus on economic recovery Agencies experiencing upward pressure on wages emerging questions around recruitment and retention for Agencies Looking ahead: opportunity for balanced investment orientated approach 2015 is a busy year for State services collective bargaining

17 What kind of employment arrangements might best support future public services? For people: more portability and flexibility For agencies/the system: more agility, easing deployment For the SSC: potential for more streamlined processes and framework

18 HR Head of Profession Increase the quality of HR services to support high performing public service organisations in an environment of public sector reform Demand There is a shared view of HR s role in supporting high performing organisations in an environment of public sector reform Supply Current and future HR workforce pressures are known and addressed at a system level Learn Capability is developed and there are opportunities to learn from the experience of others Grow High potential HR practitioners at all levels are identified developed and deployed for system benefit

19 HR Head of Profession: Key workstreams underway Communities of practice, including an online forum Mentoring, peer coaching and Action Learning Groups Accelerated development for high potentials Talent management network Personas and profiles Deployment of strategic capability

20 Any questions?